Hormones Essay Example | Topics and Well Written Essays - 500 words

Hormones - Essay ExampleWhen calcium levels fall below 9mg/100 ml of blood, the parathyroid gland is stimulated to chemise the parathyroid endocrine gland or PTH. This hormone stimulates the activity of osteoclasts to break bone and bone matrix down so as to release more calcium into the blood. It acts on PTH 1 receptor in the kidney and bone, as well as PTH 2 receptor on the testis, pancreas and nervous system to subjoin calcium levels. Parathyroid hormone has a half life of four hours after which it decreases its own production through a negative feedback mechanism when calcium levels stabilize (Bronner, 2012 p45).Oxytocin acts on sundry(a) body organs, including the uterus and breasts, especially as a mediator of human behaviour, lactation and, in this role, labour and childbirth. It is controlled via a positive feedback mechanism, in which the hormones release leads to an action that stimulates additional release of oxytocin. When uterine contractions begin, for instance, oxy tocin release is mediated through positive feedback, in which release of oxytocin leads to more release of the same (Poulain et al, 2012 p55). This mechanism allows for the uterine contractions during labour and childbirth to increase in frequency and intensity, which stops at childbirth.A rats testicles, in analogy to human testicles, are much larger, which is because they have patterns of mating that involve multiple males breeding with females as they come into heat. In addition, they produce more sperm to increase the odds that they will be successful. Another difference between testes in humans and rats is that the testes form part of a urogenital aperture in rats, which is not the case for humans (Soder, 2013 p66). Finally, the testes of rats can retract back to the abdominal cavity when they are not breeding, which is not the case for

Philosophy of business law Essay Example | Topics and Well Written Essays - 250 words

Philosophy of business law - Essay ExampleOn the other hand, in contra of those arguments are that seclusion isnt an issue where legal status is concerned. Searches are not unreasonable to the police if they turn up something illegal. Unwarranted searches can be legal with reasonable distrustfulness that something illegal is taking place. Profiling is just a way for the police to keep abreast of developing situations. Rights can be violated, however, to stop the law from be broken, which is what the argument might be.The Constitutional basis for objections filed by the state AGs would be that not everyone wants or needs health do by. This violates a persons right to freedom as guaranteed by the First Amendment. Their liberty is in jeopardy as well. If the U.S. were to be represented, their best defense would be that every American needs health care because it is a Constitutionally guaranteed right. The Supreme Court should rule that health care is mandatory, and that without it, people would be in dire straights.The client in the case where he is selling wood does not have a sound basis for overturning the DNR regulation.

How Has Globalization Affected Corporate Strategy in the 21st Century Essay Example for Free

How Has Globalization Affected Corporate Strategy in the 21st Century renderIn the digest 21 divisions the nonion of a multinational company has change overd significantly. This is best demonstrated by the 1973 United Nations definition, which clearly stated an enterprise is multinational if it controls assets, factories, mines, sales offices, and the like in two or more countries (Bartlett, Ghoshal 2000 p.3). As we know a multinational corporation is much more past just that it controls foreign assets, it must also fill a substantial direct investment in foreign countries, as well as act in some form of management of these foreign assets. The evolution of corporations over this season has been somewhat difficult and by no means is the process of change finalized. As with most things this evolution and development process could be seen as being life long. The environment in which we operate clearly evolves each year and to stay ahead businesses atomic number 18 now re quired to stay ahead of developments to compete. Some of the s glower players, such(prenominal)(prenominal) as Phillips (Bartlett 1999) merely lost food market parcel through this evolution, others in the past and perhaps in the future will lose their businesses.To beneathstand the importance of multinational corporations in relation to the world sparing we see that they account for over 40 percent of the worlds manufacturing output, and almost a quarter of world trade (Bartlett, Ghoshal 2000 p.3). Although the focus is a great deal on the larger players such as Ford, Procter and Gamble, or Coca Cola as time progresses it is more the smaller companies which we will demand to keep an eye on, as they become serious players, especially in international niche markets(Bartlett, Ghoshal 2000 p.3).Traditionally there were three motivations for most organisations to enter international markets, or to sign up investment overseas. These were1. Suppliers the on-going indigence to sou rce supplies for operations (adapted from Bartlett, Ghoshal 1989, 2000).2. Markets seeking additional markets to sell wares. Traditionally companies went international to sell excess issue lines, or to meet one off inevitably. The market then moved to increased competition where players were keen to be the first mover to a market, so as to gain a competitive advantage. Corporations were often driven by the home country size, with the need for further consumers for ongoing viability and growth (adapted from Bartlett, Ghoshal 1989, 2000)3. Lower Cost by seeking output signal facilities which would attract lower labor costs and hence higher profits. Clothing and electronics were the first movers in this strategy, usually looking to developing countries such as China or Taiwan. This is alleviate used somewhat today as a strategy, such as large call centers providing services in India for most Australian banks (adapted from Bartlett, Ghoshal 1989, 2000)It is not my blueprint to g o into the advantages and disadvantages of a corporation entering an international market, or to continue to operate in an international market, beyond the above three sign drivers. What is strident that in the 21st Century an organisation must seek a strategy that meets the organisations ongoing needs which is clear and precise so as to house direction for future growth.Due to the ongoing worldwide demand after WWII, most organisations prospered when entering international markets. Often however the strategies to entry were ad hoc and did not domiciliate clear objectives or guidance for ongoing management. Operations were based on an ethnocentric approach. Even though at the time they were referred to as international Corporations, literature now refers to them as International Corporations.As international operations expanded and took on a more essential role in the organisation, such as being a key profit centre, or perhaps a product innovation being conceived in an offshor e operation, they tended to come under increased management scrutiny, such as the case with Fuji run off (Gomes-Casseres, McQuade 1991). This then progressed the corporation to a multinational approach, international markets being as important or even more important then the home market, which is more a polycentric approach to management.The potential from these operations were reviewed by management the possibilities for cost reductions cod to standardization moved most corporations onto the next phase being the global corporation mentality. This is that the entire world is a potential market. Retaining a image from their initial home country, such as McDonalds, they seek to enter all markets to service all customers, hence a regiocentric or geocentric philosophy of management.Bartlett and Ghoshal have gone beyond this to advocate the development of the international corporation. This takes the concept of global corporations one step further. Corporations to prosper in a globall y competitive environment, should foreshorten wherever possible on responding to cost pressures, leveraging of knowledge and information, whilst ensuring local responsiveness to consumer needs (1989 p.13).Cost reduction are imperative to ensure the ongoing viability of corporations. The sharing of costs globally for items such as R D and mass production both provide examples of significant cost reductions, while enhancing learning and knowledge. By increasing the availability of information across the group you are more likely to also encounter a higher quality product as the innovation and knowledge is shared for the corporations greater good. Often companies forget that knowledge does not just reside in just the home country. most-valuable information such as the local consumer market are often best to be determined by local managers so as to respond to local needs.In relation to local responsiveness Theodore Levitt (1983) provides a somewhat extreme view of the global market. His philosophy is that technological, social and economic developments over the last two decades have combined to create a unified world marketplace in which companies must capture global-scale economies to re chief(prenominal) competitive. As we have discussed, the need to become competitive through reduction in costs is imperative for every business. However Levitts concept of a unified marketplace with homogenous needs has still some way to go. As researched by Procter and Gamble even how we wash our clothes differs throughout the world, sometimes even within each country. The formulation of a standardized product to suit all in this industry would be a failure due to not meeting the needs of local consumers (Bartlett 1983).When we review these three elements of cost reduction, leverage of knowledge and local responsiveness we are aware that these terms are somewhat contradictory. History tells us that to provide local responsiveness you need to increase costs to increase the n umber of products which meet a specific consumer groups needs. The alternative is to standardize products to achieve economies of scale during production and marketing. Caterpillar has somewhat successfully implemented such a strategy.They redesigned their products around the use of standardized components. These are produced on mass through large production facilities to reduce the component costs and provide economies of scale. Machines are then transported to foreign markets where localized knowledge and components adapt the machines to the needs of local consumers (Srinivasa 1985). The overall approach is that they are able to combine all three elements of the transnational approach.Corporations also need to be aware of the increasingly complex nature of undertaking business in an international market. Social, cultural, and political environments, as well as currency fluctuations, and geographic diversity need to be considered carefully in any decision to undertake a foreign ope ration. It is best to research thoroughly and constantly review any strategy for overseas ventures as situations can change as in any business venture quite quickly. An example of this would be the increased use of Indonesia as a low cost production base for Australian corporations. With the increased political instability and also terrorism most corporations would be considering the ongoing viability of continuing in this market.Finally corporations need to be aware that to induce any significant changes to an corporation strategy or structure it is both extremely complex, time consuming and challenging. As Ford has discovered, by constantly ever-changing strategies to seek higher profitability, all they have been able to achieve has been another announcement of huge losses in 2001 from failed global ventures (Hill, Jones 2004 p276). The move to a transnational approach for most corporations would need to be a slow progression, while for some it is even perhaps out of reach.By foc using on the main elements of cost reduction, knowledge leveraging and local differentiation perhaps this will provide an avenue in the future for continued competitive advantage in an environment which is slowly moving towards Levitts concept of the global village (1983). Perhaps the key lies with Bartlett and Ghoshal when they tell us that companies must now respond simultaneously to diverse and often conflicting strategic needs. Today, no firm can succeed with a relatively unidimensional strategic capability that emphasizes only efficiency, or responsiveness, or leveraging of parent company knowledge and competencies. To win, a company must now achieve all three goals at the same time (1989 p 25).REFERENCE LISTINGBartlett, Christopher A. 1983 Case 6-1 Proctor and Gamble Europe Vizir Launch, taken from Bartlett, Christopher A. Ghoshal, Sumantra 2000 Text, Cases, and Readings in Cross-Border Management, 3rd Edn, McGraw-Hill International Editions, Singapore, pp 632 647.Bartlett, Christopher A. Ghoshal, Sumantra 1989 Managing Across Borders The Transnational Solution, Harvard Business schoolhouse Press, Boston Massachusetts.Barlett, Christopher A. 1999 Case 2 -4 Phillips and Matsushita 1998 Growth of 2 Companies, taken from Bartlett, Christopher A. Ghoshal, Sumantra 2000 Text, Cases, and Readings in Cross-Border Management, 3rd Edn, McGraw-Hill International Editions, Singapore, pp 164 -180Bartlett, Christopher A. Ghoshal, Sumantra 2000 Text, Cases, and Readings in Cross-Border Management, 3rd Edn, McGraw-Hill International Editions, Singapore.Gomes-Casseres, Benjamin McQuade, Krista 1991 Case 4-1 Xerox and Fuji Xerox, taken from Bartlett, Christopher A. Ghoshal, Sumantra 2000 Text, Cases, and Readings in Cross-Border Management, 3rd Edn, McGraw-Hill International Editions, Singapore, pp 418 443Hill, Charles W. L Jones, Gareth R. 2004 Strategic Management Theory An Integrated Approach, 6th Edn, Houghton Mifflin Company, Boston, Massachusetts.Levitt, T. 1983 The Globalization of Markets Harvard Business Review, May June, pp. 92 102.Srinivasa, Rangan V. 1985 Case 3-1 Caterpillar Tractor Co., taken from Bartlett, Christopher A. Ghoshal, Sumantra 2000 Text, Cases, and Readings in Cross-Border Management, 3rd Edn, McGraw-Hill International Editions, Singapore, pp 259 279.

Mathematics Educational Theories Essay Example for Free

Mathematics Educational Theories EssayMy investigation has led me to think about lots of ideas that can be apply with children in Early Years classroom as well as with KS1. Numbers displayed on telephone sets and remote controls are probably the original form of poem in an order that young children come across with. Primarily, exit lines 0 10 0 20, as a part of the snow square can be used where children familiarise themselves with numbers and recognise the correct order of numbers.Number lines are very versatile. They can be of whatever size, for individual or whole- class use. They can start on any number. Blank number lines are infinitely adapt fit they can be used for counting calculations using all four number operations. They are a good way to practice and overlearn the number bonds to 20 that children need to be able to remember fluently. Visual counting pattern on number lines can help children to understand relative numbers and number sequences.Moving a tinctur e forward from the correct order of numbers, the children can identify and colour all the odd and even numbers and establish rules for recognition. When children are confident with bigger numbers, a large 100 square is ideal to work with the whole class to learn timetables, addition subtraction of larger numbers by counting numbers above it or below it. Children can also identify multiples of 2,3, 5, 10 and others by highlighting numbers in different colours and demonstrate nonparallel patterns.They can reverse the two digit numbers, read them and make new numbers. Problem solving activities such as pick a number betwixt 0-10 or 0-20, double it and add 1, is very exciting as children manipulate with numbers at their own pace. Lots of different games can be introduced. Snakes Ladders, number dominions, dice games, dot to dot, finding the difference between two dices place value cards are few examples.By playing and replaying a filling of games, children can practice to grapple i deas, number facts and concepts in a way that they can enjoy and strengthen skills at the same time. Active involvement back up their learning and enhances their attitude towards the subject. But it is important to focus on the particular learning target that the game is reinforcing. Hundred squares can be cut into some(prenominal) parts to form a jigsaw and children can be challenged to put the pieces together again. (See some activity ideas in the appendix)

Same Sex Marriage and the Us Constitution Essay Example for Free

Same Sex Marriage and the Us Constitution EssayMany of the prominent carriage forers such as BYU has proven that same sex spousals is legal and Amendments should not be made to change the current constitution to violate the individual rights of these individuals. This paper will also use theories such as the loving Analogy and comparing slavery, and other forms of coupling to show how all citizens should be protected. different areas of importance will include research and findings from Harvard Law on how courts determined if same sex union was permitted to be legal in their secern. The final area of this paper will conclude the findings and interpretations of my current review of the research to show that this should remain as a right that all individuals are permitted to partake in marriage to same sex partners during their lifetime. When the United States constitution was drafted, many topics in it were not as blatantly described as one would assume given its importance. This doctrine gave you the basis as to what justness should dictate to citizens, but did not give exact dos and donts on certain issues. In this document to many individuals unknown belief, on that point actually is no clause on marriage.It designates that all persons should have equal rights. All persons born or naturalized in the United States, and subject to the jurisdiction thereof, are citizens of the United States and of the state wherein they reside. No state shall make or enforce any law which shall abridge the privileges or immunities of citizens of the United States nor shall any state deprive any person of life, liberty, or property, without due process of law nor deny to any person within its jurisdiction the equal rampart of the laws. (US Constitution). If we look at this last line, you see its evidence right there.All citizens have the right to equal protection. With the debate of same sex marriage we see how states and the federal disposal are directly trying to violate this right. The current status of same sex marriage actually depends on where in the United States you may inhabit. The United States constitution was created September 17, 1787. The document was officially ratified on June 21, 1788. When it was written, the overall intention was to create a framework for citizens of the United States. It was the framework to how laws and organisation were to conduct themselves.From its original creation, as years went by Amendments were written to address subjects that arise over time and had not been addressed by our founding fathers. cerebrate our energy to exemplify issues, same sex marriage has questioned the constitution and its amendments. Mainly we use the 14th Amendment, out-of-pocket Process Clause and Equal safeguard Clause. The Due process clause basically covers and prohibits state and local government from depriving life, liberty and property. The second, Equal Protection Clause requires each state to produce equal pro tection under the law to all people within its jurisdiction.Using these two main sections and this Amendment itself we can base how current public opinion is driving legislatures and government to forget and violate individuals rights base on their sexual preference. Putting restrictions on their right to engage in customs such as marriage violates and goes against the initial intentions of our founding fathers, these main components will prove that allowing same sex union does not violate the US Constitution Constitution vs. Other Forms of Marriage Interracial Marriage was a form of marriage that was considered illegal prior to 1967.Although the Emancipation Proclamation freed slaves it did not guarantee them full rights until almost light speed years later. In 1968, this was repealed. Prior to this year, interracial marriages were only recognized and permitted in certain states. Strictly enforced misgengation laws clearly segregated persons of different races to enter into a marr iage. North Caroline and California recognized interracial marriages that were lawfully performed elsewhere (BYU, 2008, p. 1894). If we compare the 14th Amendment to this type of prior law, we clearly see that equal rights and rectitude to all citizens were not being followed.The case of Loving vs. Virginia proved that not allowing people of different races to marry violated this amendment and others such as Equal Protection and Due Process. They banned marriage of equal citizens based on their race. At present, day, it is allowable but many still agree and will never contain these types of marriages. Teenage Marriages also at one point and time were under scrutiny. This was a coarse practice in the Middle Ages from settlers inhabiting the United States from Europe. It was a common practice in their cultures.In the 60s it started becoming illegal. Recognition again was at the discretion of the states. The result reflects such things as how long the parties lived unneurotic after marriage, whether any children were born, whether its apparent that it was a bad marriage, whether the nonaged party or parties confirmed their marriage upon reaching majority, whether domestic statute that underage party was void or voidable, whether suit was civil or criminal (BYU, 2008, p. 1900). Again rights were violated. Equal Protection was only given based on the purpose of the state.Fueled by the feminist movements in the 70s, they determined the rights for a minor when realistically they never took in account to the involved parties perspectives. At present time, teenage marriage is allowable to an extent. Minors which are considered under the age of 18 require parental or guardian consent to all the marriage to occur based on a states constitution. The next marriage to date that is illegal in the United States and remains this way is polygamy. In this type of union, a man has multiple wives whom all live harmoniously. It is also constitutionally banned.

VitraHaus Construction Analysis

VitraHaus Construction AnalysisThe home of Vitra blank place Collection, VitraHaus (2006-2010), is located on Vitra Campus in Weil am Rhein, Ger many an(prenominal).1 It was designed by Basel-based architects Jacques Herzog and capital of South Dakota de Meuron and opened in 2010.2 The purpose of the VitraHaus was to submit a infinite to present Vitra Home Collection furniture arrangements in different style genres and also provide inspirational ideas for visitors home and their avouch taste in design.3 In Charles Ray Eames Showroom, this was overcome by aim of precedents which includes minimalism and the architects previous projects in Munich, Basel, and Paris.4A) Historical under organizeThe VitraHaus(fig.1) was initiated as the home of the Vitra Home Collection that launched in January 2004.5 The company Vitra is a manufacturer and retail merchant of many leading furniture designers works.6 Vitra is also cognize for the Vitra Campus(fig.2) that arrive at up its premises in Wil am Rhein.7 It is where company s widely acclaimed architecture of museum, atelier, salerooms, w behouse and manufacturing buildings are situated which make up its premises.8 These buildings are kn give birth for its internation whollyy recognized architects such as worry Frank Gehry, Tadao Ando, Zaha Hadid, Nicholas Grimshaw, Alvaro Siza and Antonio Citterio as well as structures by Jean Prouv? and Richard Buckminster Fuller.9 Since its foundation in 1950, the company think mainly on office pictureings and has targeted business clients until they launched its Home Collection in January 2004 with a new target group in mind individual customers with an sake in design.10 It features collection of unique home products including design classics, re-editions, as well as works by contemporary designers.11 The Vitra Home Collection was unwraped in a former factory building on the main Vitra production site until the company decided to have a space solely serve for the Home Coll ection.12 To construct an supplemental space on the Vitra Campus, the company commissi matchlessd deuce Basel based architects Herzog and de Meuron in 2006 to design the home of Vitra Home Collection the VitraHause.13 The design evolution took place from 2006 to 2007 and the construction continued from 2007 to 2009 where the VitraHaus opened in Feburary 22nd 2010.14 The construction of VitraHaus was also a starting of a new chapter in the history of Vitra Campus since it was the newest addition in sixteen years since the last building the Vitra Design Museum by Frank Gehry in1994.15B) Spatial Organization and PlanningThe VitraHaus is a five storey structure with twelve houses within the building.16 (fig.3) The Charles and Ray Eames showroom (fig.4) is located in the third floor of VitraHaus with dimension of approximately 90sq.meter.17 The visitors discovery on the path through the VitraHaus starts from quaternary floor of the building towards the lower floors.18 As one starts t heir tour in fourth floor loft, they are bring ond to a spectacular view of the Tullinger Hill and the history of Vitra and the VitraHaus.19 After one has been introduced to a brief knowledge of the Vitra and its history of furniture, The Vitra virtuous awaits in the third floor (fig.5) where Charles and Ray Eames showroom is located.20The Vitra Classic floor throw out be reached by three different paths throughout the building.21 First is to take the main stair which connects all the floors in the building.22 This main stair will introduce you directly to Charles and Ray Eames showroom which is located in the North East side of the floor.23 The second method is to take a lift which also connects all the floors in the building.24 However, the lift will lead you to the other collection of Vitra Classics which is located in the South West side of the floor.25 But one can well walk to the other side of the floor.26 The third is a spiral stair which is accessible from the second flo or.27 On the arrival of this spiral stair, one can subscribe to walk straight forward to the South West part of the floor or turn around to visit the Charles and Ray Eames collection.28As you enter the showroom (fig.6), the front facade with glazed gable ends opens up the room to the view of landscape and the Vitra Campus.29 The day uncontaminating from the window also makes the room feel more spacious. On the East of the room is the display wall with wall mounted shelving and colour coded signage to categorize Charles and Ray Eames designs.30 To the West side of the space, chairs are displayed on the floor on the wall with different flooring that separates between the display area and circulation floor.31 The West side of the space also has the spiral stairs which opened up velocity part of the wall which turns view of second floor which presents the Living, Eating, and Working at Home collections.32C) Materials and Construction Method(s)The VitraHaus is a five storey structure of stacked volumes of the prototypic house which comprised of twelve houses.33 Five houses are set at the ground floor with seven more houses are stacked up, intersected and in support of one another.34 Stacked into a total of five storeys and breathtakingly cantilevered up to fifteen metres in some places, the twelve houses, whose floor slabs intersect the underlying gables, create a three-dimensional assemblage ? a pile of houses that, at first glance, has an almost chaotic appearance.35 The VitraHaus rises above the other buildings on the Vitra Campus with maximum dimensions of 57 metres in length, 54 metres in width and 21.3 metres in height.36(fig.7) The deliberate intention was to grant an overview of the surrounding landscape, the campus as well as an overview of the Home Collection by constructing a vertically oriented structure with a small footprint.37The charcoal coloured stucco on the exterior of the building unifies the structure, and connects it to the surrounding la ndscape.38 (fig.8) A wooden plank floors made from the local anesthetic larch wood defines an open central area, where five ground floor buildings are grouped.39 (fig.9) It performs as a conference area, Vitra Design Museum Shop, business lounge and a Vitrine exhibition space, the lobby with a reception area and a caf? with an outdoor terrace for summer use.40 As interior and exterior spaces interpenetrate, so do two types of forms the orthogonal-polygonal, as perceived from the exterior, and the organic, which produces a series of spatial surprises in the interior. 41(fig.10) It is a secret world that is intended by Herzog de Meuron with a suggestive, almost labyrinthine character. 42 On the path through the five storeys, the complexity of the interior space arises not only from the angular intersection of the individual houses but also from the desegregation of a second geometrical concept.43 All of the staircases are integrated into expansive, winding organic volumes that figur atively eat their way through the various levels of the building like a worm, sometimes revealing fascinating visual relationships between the various houses, at other times blocking the view.44The individual houses, which have the general characteristics of a display space, are conceived as abstract elements.45 With just a few exceptions, only the gable ends are glazed, and the structural volumes seem to have been shaped with an projection press.46An important feature of the VitraHaus is the glassed end gables(fig.11) a feature which gives the house two personalities.47 By day the surrounding countryside appears to be drawn into the interior and to drive almost a part of the decoration in contrast, however, when darkness falls, the illuminated interior of the building glows from within, while its physical structure seems to dissipate.48 The rooms open up the glazed gable ends turn into display cases that shine across the Vitra Campus and into the surrounding countryside.49D) Furn ishings and OrnamentationThe philosophy of Vitra Home Collection is to provide inspirational ideas for individuals home and their own taste in design rather than an interior design system or a homogeneous product line.50 Vitra Home Collection wishes to inspire customers to furnish their home as a process of collage of products and objects according to one s individual preferences and circumstances.51 To allow one to be inspired, and encourage to explore and put up their sense of design, the interior of the overall space is very simple and furnishings are utilise as minimal as possible.52 The interior walls are finished in white which gives priority to the furniture displays and allow the characteristics of furniture presents its fullest .53 Since the space is used to showcase the retail furniture, series of wall shelving and signage are used to display.54 The white shelves are mounted in different levels with colourful signage to categorize the types of Charles and Ray Eames chair s into plastic, wire, aluminum, and hunt wood groups.55 The rugs or different variety of floor furnishings are used to give the boundary to the additional furniture displayed on the floor.56 The spot lightings are mounted in the ceiling as ambient light as well as to emphasize the products.57 Since there are minimal use of ornamentations, the abstract structural volumes interacting through the space and the glazed gable ends adds rhythm to the space.58 The high ceiling, white finishes, light wood floors, and large windows give spacious feeling to the space.59Each house has a touch screen inventory(fig.12) where each visitor can insert their VitraHause keycard and channel-surf through Vitra s catalogue, purchase a product on a spot or learn about particular design or designer.60 The Vitra Classic Collection also features the Photo me La Chaise Armchair which is set of a La Caise Armchair by Charles and Ray Eames with a camera that allows visitors to have memorable pic time upon t heir visit to the VitraHaus.61 The photo can be stored in a personal VitraHause keycard and can be emailed later.62E) Functions and SignificationSince the company Vitra is a manufacturer and retailer company that acquired licenses for the designs of Charles and Ray Eames in 1951, it is not a surprise to see that one of the showrooms in VitraHaus was dedicated to the designs of Eames.63 The Charles and Ray Eames showroom functions as a space that showcases the works of Charles and Ray Eames in different range of groups.64 The groups are categorized by the materials used in the making of the chairs which includes but not limited to plastic, wire, aluminum, and ply wood.65As mentioned earlier, the deliberate intention of the building was to grant an overview of the surrounding landscape, the campus as well as an overview of the Home Collection by constructing a vertically oriented structure with a small footprint.66 This has been illustrated in the Charles and Ray Eames showroom with l arge window that has an overview of the campus and the opening for the spiral stair case allows an overview of the Home Collection on lower floors.67 The philosophy of the Vitra Home Collection also has been demonstrated successfully in the space.68 The Vitra Home Collection s intention was to provide inspirational ideas for individuals own taste in design so one can furnish their home as a process of collage of products and objects according to one s individual preferences and circumstances.69 This philosophy is successfully delivered through minimal interior design of the space.70 It allowed the unique characteristics of each chairs to be presented in its fullest with the contrast of the white wall.71 This contrast and display almost creates an imagery of pallets of colourfull paints on a white canvas which inspires visitors to explore and imagine their own design of space.72 The special photograph set and digital catalogue also adds excitement and convenience to the visit.73The s pace that is solely dedicated in respect of the design classic, with the company s philosophy of provide a space that can inspire one to build and develop their own design world.74 This suggests that the space not only functions as a showroom, but it also functions as a space for an education, preservation of stories, personal knowledge and to be one s muse.75F) Designer s Sources/Inspirations/Influences/PrecedentsThe concept of the VitraHaus contains two direct quotations of the themes that appear repeatedly in the oeuvre of Herzog de Meuron the theme of the archetypal house and the theme of stacked volumes.76 Herzog de Meuron has aimed not for virtuosity but innovation, looking always to the broader culture and art for inspiration.77 Referring to Andy Warhol, Jacques Herzog has said, He used common Pop images to say something new. That is exactly what we are interested in to use well known forms and materials in a new way so that they become alive again. 78 Their influences of t he archetypal house and theme of stacked volumes can be seen in many of their work from precedents to future projects that are in progress.79 The Goetz Collection, in Munich 1989-1992 (fig.13), St. Jakob Turm in Basel 2005-2008 (fig.14), and Rue des Suisses in Paris 1996-2000 (fig.15) are one of the precedents that has been designed by Herzog and de Meuron.80Another form of their precedents study can be found at the Herzog and de Meuron Exhibition at the Walker Art Centre in November 2000 to February 2001.81 The exhibition included from material studies to technical drawings and from initial models to full-scale prototypes(fig.16).82 Here, many prototypes of stack up of geometrical shapes can be found.83In VitraHaus, it was especially appropriate since the primary purpose of the five-storey building is to present furnishings and objects for the home.84 Due to the proportions and dimensions of the interior spaces ? the architects use the term domestic scale ? the showrooms are remini scent of familiar residential settings.85 Architect Jacques Herzog, naturally, sees the situation somewhat differently.86 For Herzog, the project was a chance to get outside from development driven architecture and a rare opportunity to complete an author driven project.87 Through the stacking and interlacing you not only create a multitude of new forms and architectural spaces but achieve a wonderful paradox a simple, familiar house design which appears complex on direct of the numerous intersections.88 This perceived complexity is further enhanced by the combination of the external orthogonal-polygonal form and the more organic internal form which results, principally, from the spiral staircases and episodic open spaces and small side windows.89 Principally the black exterior allows the effect of floating houses by allowing the structure to merge with the darkness.90 In addition the anthracite of the VitraHaus contrasts with the shining white of Frank Gehrys neighbouring Vitra Design Museum.91

Joint Operation Planning Process Tourism Essay

mutual Operation prep ardness Process Tourism EssayThe reefer Operation Planning Process, or JOPP, supports training at all levels and for foreign missions across the full range of legions trading operations. This intentionning work applies to both chance intend and CAP. The JOPP is an orderly, analytical proviso surgical procedure that consists of a forwardness of logical steps to analyze a mission, develop, analyze, and comp atomic number 18 alternative COAs, or courses of put to death, select the opera hat COA, and produce a plan or order. mistreat 1 Initiation. The Joint Operation Planning Process or JOPP begins when the President, SecDef, or CJCS recognizes a potential for military capability to be employed in response to a potential or actual crisis and initiates planning by deciding to develop military options. The GEF, JSCP, , and related strategical guidance statements serve as the primary guidance to begin fortuity planning. Military options normally are substantial in combination with other nonmilitary options so that the President prat respond with all the appropriate instruments of national power. Often in CAP, the JFC and module entrust perform an assessment of the initiating directive to determine beat available until mission execution, the circulating(prenominal) status of intelligence products and staff depends, and other factors relevant to the proper(postnominal) planning situation.Step 2 Mission Analysis. The primary purpose of mission abstract is to understand the paradox and purpose of the operation and issue appropriate guidance to drive the rest of the planning surgical process. A primary consideration for a back up droper during mission abbreviation is the national strategic end state -the broadly expressed political, military, economic, social, learningal, and other conditions that should exist after the conclusion of a ride or operation. The primary inputs to mission analysis are the higher plate pl anning directive, other strategic guidance, the Joint Intelligence Preparation of the Operational environs or JIPOE, and initial staff estimates. The primary products of mission analysis are a restated mission statement and the JFCs initial intent statement, the Commanders Critical Information Requirements or CCIRs, and planning guidance. The figure below describes the paint inputs and resulting outputs of mission analysis.Step 3 Course of Action (COA) Development. A COA consists of the following information what type of military natural process will occur why the reach is required (purpose) who will take the action when the action will begin where the action will occur and how the action will occur (method of employment of forces). A valid COA will have the characteristics outlined in the figure below. one time a valid COA is developed, the staff converts the canonical COA into a CONOPS. COA determination will consist of quad primary activities COA development, analysis and wargaming, comparison, and approval.Step 4 COA Analysis and Wargaming. The commander and staff analyze each dubious COA separately according to the commanders guidance. COA analysis identifies advantages and disadvantages of each proposed comradely COA. Wargaming provides a means for the commander and participants to analyze a tentative COA, improve their consciousness of the operational environment, and take hold insights that otherwise expertness not have occurred. Based upon time available, the commander should wargame each tentative COA against the most probable and the most dangerous opposite COAs.Step 5 COA Comparison. An objective process whereby COAs are considered independently of each other and evaluated against a set of criteria that are established by the staff and commander. The goal is to call the strengths and weaknesses of COAs so that a COA with the highest fortune of success can be selected or developed. The commander and staff develop and evaluate a list of important criteria, or governing factors, consider each COAs advantages and disadvantages, identify actions to overcome disadvantages, make final tests for feasibility and acceptability and weigh the relative merits of each.Step 6 COA Approval. The staff determines the best COA to recommend to the commander. The staff briefs the commander on the COA comparison and the analysis and wargaming results, including a review of important funding information. This briefing often takes the form of a commanders estimate. This information could include such factors as, the current status of the joint force the current JIPOE and assumptions used in COA development. The commander selects a COA or forms an alternate COA ground upon the staff recommendations. The nature of a potential casualty could make it difficult to determine a specific end state until the crisis actually occurs. In these cases, the JFC may choose to present two or more valid COAs for approval by higher authority. A sin gle COA can then be authorise when the crisis occurs and specific circumstances become clear.Step 7 Plan or Order Development. The commander and staff, in collaboration with coadjutor and supporting comp singlents and organizations, expand the canonical COA into a elaborateed joint operation plan or OPORD by first developing an executable CONOPS, which clearly and concisely expresses what the JFC intends to accomplish and how it will be done using available resources. It describes how the actions of the joint force components and supporting organizations will be integrated, synchronized, and phased to accomplish the mission, including potential branches and sequels. Contingency planning will result in operation plan development, while CAP typically will lead directly to OPORD development. share Planning initiation begins when the President, SecDef, or CJCS recognizes a potential for military capability to be employed in response to a potential or actual crisis. The primary purpo se of the neighboring step, mission analysis, is to understand the problem and purpose of the operation and issue appropriate guidance to drive the rest of the planning process. Next, planners must develop a COA to accomplish the mission. During course of action analysis and wargaming, the commander and staff analyze each COA separately according to the commanders guidance. COA analysis identifies advantages and disadvantages of each proposed friendly COA. Wargaming provides a means for the commander and participants to analyze the COA and improve understanding of the operational environment. During COA comparison, COAs are considered independently of each other and evaluated against a set of criteria, which are established by the staff and commander. The goal is to identify the strengths and weaknesses of COAs to select the COA with the highest probability of success. Next, the staff determines the best COA to recommend to the commander, which is normally presented in the form of a briefing for approval or further guidance. Finally, the commander and staff, in collaboration with subordinate and supporting components and organizations, expand the approved COA into a circumstantial joint operation plan or OPORD by first developing an executable concept of operations, or CONOPS. The CONOPS clearly and concisely expresses what the JFC intends to accomplish and how it will be done using available resources. Most often contingency planning will result in operation plan development, while CAP typically will lead directly to the development of an OPORD.Title Contingency PlanningA graphic is shown, which represents the quatern levels of planning detail 1) Commanders gauge 2) Base Plan 3) CONPLAN 4) OPLAN. The following schoolbook is shown on the right of the screen in support of the floorInitiated by upshot of the Guidance for Employment of the Force (GEF) and the Joint Strategic Capabilities Plan (JSCP)Conducted during peacetimeDevelops plans for a broad range of contingenciesCompliments and supports other Department of Defense (DOD) planning cyclesFacilitates the transmutation to crisis action planning (CAP) example Contingency planning usually begins with the publication of a new GEF and JSCP. It is a peacetime process that develops plans for a broad range of contingencies with portion resources. Its performed in a continuous cycle that complements and supports other DOD planning cycles and facilitates the transition to crisis action planning, or CAP.Contingency planning is accomplished through four planning levels householdd on JOPES policies and guidance.Title Contingency Planning LevelsAction On the left side of the screen is a graphic representing the the four levels of planning detail 1) Commanders approximation 2) Base Plan 3) CONPLAN 4) OPLAN. The following schoolbook is included as pop-up boxes to the matching components of the graphicLevel 1 Planning Detail Commanders EstimateFocuses on producing a developed Course of A ction (COA)Provides the SecDef with military COAs to meet a potential contingencyReflects the support commanders analysis of the various COAs potential contingencyLevel 2 Planning Detail Base PlanDescribes the CONOPS, major forces, concepts of support, and anticipated timelines for completing the missionNormally does not include annexes or a TPFDDLevel 3 Planning Detail CONPLANCONPLAN is an operation plan in an abbreviated formatRequires expansion and alteration to convert into OPLAN or OPORDIncludes a base plan with annexes, as required by the JFC and a supported commanders estimate of the plans feasibilityProduces a TPFDD, if applicableLevel 4 Planning Detail OPLANOPLAN is a complete and detailed joint plan with a full description of the CONOPS, all annexes applicable to the plan, and a TPFDDIdentifies the specific forces, functional support, and resources required to get along the planCan be quickly developed into an OPORD function Contingency planning encompasses four levels of planning detail with an associated planning product for each level. Level 1 planning detail is the commanders estimate, which focuses on producing a developed COA. These military COAs enable the SecDef to meet a potential contingency. The objective of Level 2 planning detail is a base plan which describes the CONOPS, major forces, concepts of support, and the necessary timelines to complete the envisioned mission. This level normally does not include a detailed transportation feasible flow of resources into the sphere. In Level 3 planning detail, the concept plan or CONPLAN is formulated, which is an operations plan in an abbreviated format. It includes annexes as required by the JFC and the supported commanders estimate of the plans overall feasibility. The CONPLAN may have an associated time-phased force and deployment data, or TPFDD, if applicable. Finally, the objective of Level 4 planning detail is a fully-developed operation plan, or OPLAN, containing a complete and deta iled joint plan with a full description of the CONOPS, all annexes required for the plan, and a TPFDD. The OPLAN identifies the specific forces, functional support, and resources required to execute the plan. The OPLAN can be quickly developed into an OPORD.Action The following text is shown to the right of the planning level detail graphicAn OPLAN is normally prepared whenThe contingency is vital to national credentials and requires detailed prior planning.The magnitude or time of the contingency requires detailed planning.Detailed planning is required to support transnational planning.The feasibility of the plans CONOPS cannot be determined without detailed planning.Detailed planning is necessary to determine force deployment, employment, and sustainment requirements, determine available resources to fill identify requirements, and formalise shortfalls. office Furthermore, an OPLAN is normally prepared under the following circumstances if the contingency is critical to national security and requires detailed planning the magnitude or timing of the contingency necessitates the planning detailed planning is required for a multinational planning effort the feasibility of the CONOPS demands detailed planning or if a detailed effort is necessary to determine the levels of force deployment and sustainment.Title Crisis Action PlanningAction A series of pictures representing Crisis Action Planning is presented on screen. The following text replaces the pictures when mentioned in the narrationContingency PlanningPlanning activities that occur in non-crisis situations relies heavily on assumptions and projectionsCrisis Action PlanningBased on facts and actual planning as a crisis unfoldsAction The series of pictures is brought back with additional images added to it and is now used as a background.Voice Because its difficult to predict where and when a crisis will occur, planners must be able to rapidly respond to problems as they arise. Unlike contingency planning , which prepares plans in anticipation of future events, crisis action planning allows planners to respond to situations base on circumstances that exist at the time of planning. Crisis action planning procedures double contingency planning, but are more flexible and responsive to ever-changing events. In time-sensitive situations, the JPEC follows formally established CAP procedures to adjust and implement previously prepared contingency plans by converting them into OPORDs or to fully develop and execute OPORDs where no useful contingency plan exists.Title Crisis Action Planning ActivitiesAction In the background is a graphic representing the activities associated with crisis action planning. When mentioned in the narration, the corresponding move are highlighted.The graphic shows a graphic labeled Event, directly under a box labeled stainal Awareness. Boxes continue in two rows, showing a linear sequence connected by arrows in a zigzag pattern. An arrow labeled OPREP-3 PCA po ints from Situational Awareness to Decision. An arrow covered by a instrument labeled Warning Order points to COA Development. An arrow labeled Commanders Estimate points from COA Development to COA Selection. An arrow covered by a document labeled Planning or Alert Order points from COA Selection to Detailed Planning. An arrow labeled Operations Order points from Detailed Planning to Plan Approval. An arrow covered by a document labeled Execute Order points from Plan Approval to Execution.Graphic bands at the top divide the graphic into three portions. Situational Awareness stretches across the stainless screen, lasting throughout the process. Planning covers COA Development, COA Selection, Detailed Planning, Plan Approval, and Execution and the intermediary products. Two arrows across the bottom, labeled Prepare to Deploy Order and Deployment Order, extend across the same region as the Planning band. A band labeled Execution extends from near the end of Plan Approval through the Execution activity.Voice CAP activities are similar to contingency planning activities however, CAP is based on dynamic, real-world conditions rather than assumptions. CAP procedures provide for the rapid and effective exchange of information and analysis, the timely preparation of military COAs for consideration by the President or SecDef, and the prompt transmission of their decisions to the JPEC. The exact flow of the procedures is largely determined by the time available to complete the planning and by the significance of the crisis. The following steps summarize the activities and interaction that occur during CAP.When the President, SecDef, or CJCS decide to develop military options, the CJCS issues a planning directive to the JPEC initiating the development of COAs. Next, a WARNORD is issued that describes the situation, establishes command relationships, and identifies the mission and any planning constraints. In response to the WARNORD, the supported commander, in collabor ation with subordinate and supporting commanders and the rest of the JPEC, reviews existing joint OPLANs for applicability and develops, analyzes, and compares COAs. Next, the feasibility that existing OPLANs can be modified to fit the specific situation is determined. The CJCS then reviews and evaluates the supported commanders estimate and recommends a COA selection. On receiving the decision of the President or SecDef, the CJCS issues an Alert Order to the JPEC to announce the decision. The supported commander then develops the OPORD and supporting TPFDD using the approved COA. The supported commander then submits the completed OPORD for approval to the SecDef or President via the CJCS. Finally, in CAP, plan development continues after the President or SecDef decides to execute the OPORD or to harvest-home to the pre-crisis situation.Title Campaign PlanningAction The following bullet point list and quote from Joint Publication 5-0 are shown on screen, along with a picture repres enting campaign planning, in support of the narrationMay begin during contingency planning and continue through CAPPrimary way attack stemmacraft commanders achieve unity of effort and guide planning of joint operationsOperationalize combatant commander theater and functional strategies and integrate steady-state-activities, including current operations and security cooperation activitiesRequire the broadest strategic concepts of operation and sustainment for achieving multinational, national, and theater-strategic objectivesA campaign plan describes how a series of joint major operations are arranged in time, quadruplet, and purpose to achieve strategic and operational objectives. Joint Pub 5-0Voice It is important to note how campaign planning relates to the two categories of joint operation planning. Joint operation planning and planning for a campaign are not separate planning types or processes. Campaign planning may begin during contingency planning and continue through CA P, thus unifying the entire process.A campaign plan describes how a series of joint major operations are arranged in time, space, and purpose to achieve strategic and operational objectives. Campaign planning is a primary means by which combatant commanders arrange for strategic unity of effort and through which they guide the planning of joint operations within their theater. Campaign plans operationalize combatant commander theater and functional strategies and integrate steady-state-activities, including current operations as easily as security cooperation activities. They require the broadest strategic concepts of operation and sustainment for achieving multinational, national, and theater-strategic objectives.Title Types of CampaignsAction Background image shows combatant command AOR map of the world. The following text is shown to support of the narration spherical Campaign-Encompasses strategic objectives on multiple AORs. More than one supported GCC possible and competin g requirements for transportation, ISR assets, and specialized units and equipment. The Global War on Terrorism is an example of a planetary campaign.Theater Campaign-Focuses on activities of a supported combatant commander. Accomplishes strategic or operational objectives within a theater of war or theater of operations. Operations DESERT SHIELD and DESERT STORM comprised a theater campaign in the 1990-91 Iranian Gulf Conflict.Subordinate Campaign-Describes the actions of a subordinate JFC, which accomplish (or contribute to the accomplishment of) strategic or operational objectives in support of a global or theater campaign. Subordinate JFCs develop subordinate campaign plansVoice There are three general types of campaigns, which differ generally in scope. A global campaign is one that requires the accomplishment of strategic objectives in joint operations in multiple areas of responsibility ,or AORs. In this case, there could be more than one supported geographic combatant comma nder, or GCC. Planners must be aware of competing requirements for potentially scarce strategic resources, such as transportation and ISR assets, as well as specialized and unique units and equipment, such as special operations and tankers. Global campaigns will often establish the strategic and operational framework within which theater and subordinate campaigns are developed. The Global War on Terrorism is an example of a campaign that spans all AORs.A theater campaign encompasses the activities of a supported combatant commander. It accomplishes strategic or operational objectives within a theater of war or theater of operations, primarily within the supported commanders AOR. An OPLAN for a theater campaign is the operational extension of a commanders theater strategy, and translates theater strategic concepts into unified action. Adjacent combatant commanders may conduct supporting operations, within the AOR of the supported commander or within their own AORs, under the overall direction of the supported commander. Operations DESERT SHIELD and DESERT STORM comprised a theater campaign in the 1990-91 Persian Gulf Conflict.A subordinate campaign describes the actions of a subordinate JFC, which accomplish, or contribute to the accomplishment of, strategic or operational objectives in support of a global or theater campaign. Subordinate JFCs develop subordinate campaign plans, if their assigned missions require military operations of substantial size, complexity, and duration and cannot be accomplished within the framework of a single major joint operation. Subordinate campaign plans should be consistent with the strategic and operational guidance and direction developed by the supported JFC.Title Campaign Plan DesignAction A collage of images representing Campaign Planning are shown on screen. The following text is shown in support of the narrationMostly art, not science-no best way to develop campaign plansRequires thinking creatively to make best use of re sources to achieve objectivesInvolves Operational Art-the employment of military forces to attain strategic and/or operational objectives through the design, organization, integration, and conduct of strategies, campaigns, major operations, and battlesVoice Campaign planning is relatively unstructured compared to contingency and crisis action planning. Campaign planning is mostly an art, not a science there is no set recipe or best way to develop a campaign plan. It requires a thorough knowledge of enemy and friendly capabilities, forces, and tactics, as well as out-of-the-box thinking and creativity in order to make the best use of resources to achieve the desired objectives.Because campaign planning is mostly art, it is inextricably linked with operational art, most notably in the design of the operational concept for the campaign. Operational art refers to the employment of military forces to attain strategic and/or operational objectives through the design, organization, integra tion, and conduct of strategies, campaigns, major operations, and battles. This is primarily an intellectual exercise based on experience and judgment.Action A diagram is show to represent the three key elements of operational design in the following narration. The diagram shows understand the strategic guidance, bracketing the first and second levels of the diagram, which are national strategic objectives with conditions (effects) branched underneath next level is identify critical factors which brackets level three in the diagram, centers of gravity finally, develop an operational concept is the last section bracketing actions under the centers of gravity boxes.Voice There are three key elements of operational design. First, planners must understand the strategic guidance from the civilian leadership. This involves determining what the desired end state is and what has to be accomplished militarily to get there. Once planners understand what military conditions must exist to achie ve strategic objectives, they must determine how to effect those conditions. The key to this is identifying the adversarys critical factors-their strengths and points of vulnerability, called Centers of Gravity (COGs). Finally, the planner must develop an operational concept, which describes the sequence of actions and the application of forces and capabilities necessary to neutralize or destroy the enemys COGs.Title Joint agate line EstimateAction On the right of the screen, operational airpower images are shown. The following text and footer are shown on the left of the screen in support of the narrationCulminates with the production of the Joint gloriole and Space Operations Plan (JAOP)May be employed to support deliberate and crisis action planningThe Joint Air and Space Operations Plan (JAOP) guides the employment of air and space capabilities and forces from joint force components to accomplish the missions assigned by the Joint Force Commander (JFC)Voice Weve discussed join t operation planning in a very general sense, but how does the Joint Force Air broker Commander (JFACC) fulfill his specific responsibility to develop the air and space portion of the Joint Force Commanders (JFCs) campaign plan?The Joint Air Estimate Process is a six-phase process that culminates with the production of the Joint Air and Space Operations Plan (JAOP). The JAOP is the JFACCs plan for integrating and coordinating joint air and space operations. It guides the employment of air and space capabilities and forces from joint force components to accomplish the missions assigned by the JFC. A Joint Air Estimate Process may be employed during contingency planning to produce JAOPs that support Operation Plans (OPLANs) or Concept Plans (CONPLANs). It may also be used during crisis action planning in concert with other theater operation planning.Title Joint Air Estimate ProcessAction The following text is shown in support of the narrationMission AnalysisJoint Intelligence Prepara tion of the Operational Environment (JIPOE) is initiated JFCs mission and guidance analyzedSituation and Course of Action DevelopmentJIPOE refined Friendly and adversary COGs are analyzed to assist in COA preparationCourse of Action AnalysisAdvantages and disadvantages of each COA are identifiedCourse of Action ComparisonCOAs are compared to preset criteria to identify best employment optionsCourse of Action Selection round briefs recommended COA to JFACCJoint Air Space Operations Plan (JAOP) DevelopmentSelected COA developed into JAOPAction A link to Joint Publication 3-30 is provided at the bottom of the page. Each of the bold text above are linked to the following pop-up textMission AnalysisMission analysis is critical to ensure thorough understanding of the task and subsequent planning. It results in the Joint Force Air Component Commanders (JFACCs) mission statement that includes the who, what, when, where and why for the joint air operation. Anticipation, prior preparation, a nd a trained staff are critical to a timely mission analysis. Staff estimates generated during mission analysis are continually revisited and updated during the course of planning and execution.Situation and Course of Action (COA) DevelopmentThe first two tasks of situation and course of action (COA) development are expanding and refining the initial JIPOE completed in Phase I and COG analysis. Expanded JIPOE is essential to developing and analyzing both enemy and friendly COGs. This is especially critical for air and space planning given the perspective and scope of air and space operations. The third task is the development of friendly COAs. Air and space planners develop alternative COAs by varying the ends, ways, means, and risks. The operational objectives normally fill the what guidance for COA development the supporting tactical objectives, effects, and tasks help define the how for planners. Once planners define the objectives and supporting effects, they further refine pote ntial air and space COAs based on the priority, sequence, phasing, weight of effort, matched resources, and assessment criteria. The result of COA development is a minimal of two valid COAs or a single valid COA with significant branches or sequels. The final step is a risk analysis of the COA in footing of both operations and combat supportCourse of Action (COA) AnalysisCOA analysis involves wargaming each COA against the adversarys most likely and most dangerous COAs. Wargaming is a preserve what if session of actions and reactions designed to visualize the flow of the battle and evaluate each friendly COA. Wargaming is a valuable step in the estimate process because it stimulates ideas and provides insights that might not otherwise be discovered.Course of Action (COA) ComparisonComparing the COAs against predetermined criteria provides an analytical method to identify the best employment options for air forces/capabilities. This begins with the JFACC staff comparing the propos ed COAs and identifying the strengths, weaknesses, advantages and disadvantages of each. This is often followed by rating each COA based upon the established criteria.Course of Action (COA) SelectionCOA selection begins when the staff presents their recommended COA (usually in the form of a briefing) to the JFACC. This briefing includes a summary of the estimate process that led to the recommended COA. Based on the amount of JFACC involvement throughout the planning process and the degree of parallel planning the commander accomplishes, COA selection will vary from choosing among alternatives to direct approval of the staff-recommended COA.Joint Air Operations Plan (JAOP) DevelopmentThe JAOP details how the joint air effort will support the JFCs overall Operation Plan (OPLAN). The JAOP accomplishes the following integrates the efforts of joint air and space capabilities and forces identifies objectives and tasks identifies measures or indicators of success accounts for current and p otential adversary COAs synchronizes the phasing of air and space operations with the JFCs plan indicates what air and space capabilities and forces are required to achieve the objectives.Voice While the phases of the Joint Air Estimate process are presented in sequential order, work on them can be either concurrent or sequential. The phases are integrated and the products of each phase are checked and verified for coherence.The Process begins with Mission Analysis. This first phase incorporates an initial Joint Intelligence Preparation of the Operational Environment (JIPOE) an analysis of the higher headquarters mission and the guidance provided by the JFC with a focus upon determining the specified, implied, and essential tasks in order to develop a concise mission statement. During the second phase, Situation and COA Development, the JIPOE is refined and the identification and refinement of friendly and enemy Centers of Gravity (COGs) is accomplished. Potential friendly COAs are developed and risk analysis of the COAs is performed. The advantages and disadvantages of each COA are identified in the third phase, COA Analysis. The fourth phase, COA Comparison, involves the comparison of the COAs against predetermined criteria, providing an analytical method to identify the best employment options. During the fifth phase, COA Selection, the staff presents the recommended COA usually in the f